HUMANIZED MANAGEMENT IN FEDERAL PUBLIC ADMINISTRATION: CHALLENGES, COMPETENCIES, AND PRACTICES OF HUMAN RESOURCE MANAGERS IN CONTEMPORARY TIMES

Abstract

Human resource management in the federal public administration has historically been marked by bureaucratic and normative models, strongly oriented towards procedures, controls, and hierarchies. However, the social, organizational, and cultural transformations of recent decades have demanded a reconfiguration of the role of the human resource manager, especially regarding the incorporation of practices that value the human element in organizational processes. In this context, humanized management emerges as an approach that seeks to integrate human, behavioral, and social aspects into the institutional logic, recognizing people as central subjects in the production of work and the achievement of organizational objectives. This article aims to analyze the role of the human resource manager in federal public companies in light of humanized management, discussing how practices oriented towards valuing competencies, attitudes, and human relations can contribute to more ethical, healthy, and efficient organizational environments. Methodologically, this is a theoretical and bibliographical study, based on classic and contemporary authors in administration, work psychology, and social sciences. This text addresses the historical context of the profession, the contemporary demands of the job, the ethics and social responsibility of public managers, the professional profile required today, as well as a study of the art of humanized management. Finally, it discusses the challenges, trends, and future perspectives of human resource management in the federal public sector, highlighting the need to overcome strictly technocratic models in favor of more humane and socially committed practices.